Innovation & their dynamics - Innovation Thinking and Resources

Recognizing the different capabilities to develop and grow

By @paul4innovating June 26, 2018Capabilities and Capacities, Dynamic capabilities, Fitness Landscaping Regimes, Impact & Scale

A firm’s ordinary capabilities are the ones that enable us to perform efficiently and effectively, those essential routines and practices that often require having a high level of technical need supporting these activities.

In contrast, dynamic capabilities are those higher level competencies that determine a firm’s ability to integrate, build, and reconfigure both the resources and competencies to possibly shape, have the power to transform and then be deployed to meet rapidly changing business environments to take advantage of these changing conditions.

Recognizing the importance of Dynamic Capabilities

Dynamic capabilities are about selecting the right things to do and getting them done, while ordinary capabilities are about doing things right. The former implicates dynamic efficiency, the latter static efficiency.

9 Stages for building innovation fitness

By @paul4innovating May 27, 2018Dynamic capabilities, Fitness Landscaping Regimes, Outcomes & Expectancies

Achieving innovation fitness is a journey- to get there we often have to manage the switchbacks as we build our capabilities and capacities to innovate.

Getting Started – Understanding the Needs & Imperatives of Innovation Fitness

Why we must travel this critical path for Innovation.
The meaning of dynamic capabilities and innovation fitness landscapes
Merging the theory with practical reality to produce new outcomes and positive results.
Focusing on resources and performance – why is this important
The problem is knowing what we have and what we really need

Delivering the innovation core: building capability, capacity and competency.

By @paul4innovating May 14, 2015Achieving innovation engagement, Advancing innovation, Building Innovation Capability, Foster Performance, Fresh thinking, Integrated Innovation Thinking, Shifting dynamics in innovation2 Comments

Each organization needs to understand its strategic resources to build continuously innovation, so as to sustain and grow the organization; otherwise, it will eventually die, starved of what is vital to sustaining itself.

The resources provide the lungs that give oxygen; they need to constantly be nurtured, too breathe and pump new life into the existing.

For innovation the same applies, we need to consistently build our innovative resources, they give delivery of the healthy living cells to promote and sustain us in new value potential.

The problem is we often are not very good at maintaining our resources and innovation activity. We just simply do not sustain our efforts, we tend to allow them to drift along or become lopsided from one individual team’s efforts, while the others simply ‘wallow’

9 Stages for building innovation fitness

By @paul4innovating February 3, 2015Dynamic capabilities, Fitness Landscaping Regimes, Outcomes & Expectancies6 Comments

Achieving innovation fitness is a journey- to get there we often have to manage the switchbacks as we build our capabilities and capacities to innovate.

Getting Started – Understanding the Needs & Imperatives of Innovation Fitness

Why we must travel this critical path for Innovation.
The meaning of dynamic capabilities and innovation fitness landscapes
Merging the theory with practical reality to produce new outcomes and positive results.
Focusing on resources and performance – why is this important
The problem is knowing what we have and what we really need

Dealing with Your Darwin Effect through Innovation

By @paul4innovating December 10, 2014Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, gaining innovation momentum, innovation execution delivery, Integrated Innovation Thinking, Shifting dynamics in innovation, Tackling innovation1 Comment

I have been working away, as my labour of love, frustration and sheer determination, on my thinking through the ‘harnessing’ of the dynamics within innovation, to offer organizations their innovation fitness and future landscape design, so as to radically alter their present capabilities and capacity to innovate.

The aim is to relate these to where your organization is in their existing capabilities, where they need to go, in identifying and clarifying the necessary capabilities they need to have, so as to achieve certain strategic goals and then, “we”, together, collectively prioritize the critical ones as ‘must have’ and then set about filling the gaps.

This is the innovative fitness journey needed to be travelled.

The building of those more ‘dynamic’ capabilities and competencies are the ones you need so as to provide for a more dynamic innovation environment and deliver unique capacity for your ongoing strategic goals.

Recognizing the different capabilities to develop and grow

By @paul4innovating August 24, 2014Capabilities and Capacities, Dynamic capabilities, Fitness Landscaping Regimes, Impact & Scale

In contrast, dynamic capabilities are those higher level competences that determine a firm’s ability to integrate, build, and reconfigure both the resources and competences to possibly shape, have the power to transform and then be deployed to meet rapidly changing business environments to take advantage of these changing conditions.

Recognizing the importance of Dynamic Capabilities

Knowing your innovation core

By @paul4innovating October 13, 2013Capabilities and Capacities, Exploratory Walks & Needs, Mapping & Rugged Terrains

I think we all recognize that innovation is made up of both tangible and intangible assets. It is the marriage of these two that makes innovation a unique capability to manage in well-structured ways. It is the people engaged in innovation activity that make it work. Everything else, the process, structures, technologies and management systems are just the contributing enablers.

The important point though is successful innovation has core elements and processes regardless of industry, form, or type of innovation, we are pursuing. Much of the difference though is in its varying degree’s based on these core elements.

Our search must be to find those core elements that make up the dynamic capabilities within our innovation activities to leverage and strengthen them. We need to build an organizations ability to innovation continuously, making it a sustaining competence.

Building a Core into the Capabilities of Innovation

By @paul4innovating January 15, 2013Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Improve Collaboration & Communication, Innovation strategy, Molecules, Shifting dynamics in innovation, Tackling innovation

I think most would agree there is a continuing need is to build the management of innovation into a clear organizational capability, where innovation becomes a continuous effective innovation process. If you don’t agree, then I’d suggest you don’t bother to read on!

The struggle to date is that innovation remains hard to manage well; we strive to systematize it and then attempt to replicate any success we then have achieved. Often this does not work as the variables that make up innovation can be different for each innovation event or activity.

The make-up of innovation

Everything else, the process, structures, technologies and management systems are just the contributing enablers.

Innovation fitness dynamics – to engage with and recognize the need to change.

By @paul4innovating February 22, 2012Capabilities and Capacities, Exploratory Walks & Needs, Outcomes & Expectancies, The Big Challenges2 Comments

Working through the innovation fitness lense — Working through the innovation fitness lens

There is a continuing need is to build the management of innovation into a clear organizational capability, where innovation becomes a continuous effective innovation process.

To this end I have produced a conceptual model of what constitutes the ‘make up’ for providing an ongoing innovation performance engine- the innovation fitness landscape and the dynamics– that determine the appropriate capabilities and capacities available & required. I felt it needs a dedicated website to be the ‘go to’ source of reference. It is a work-in-progress so please recognize this when you visit it here: http://bit.ly/wX5q8R.

The AC components that deepen the capacity to innovate

By @paul4innovating February 20, 2012Absorptive Capacity, Outcomes & Expectancies

Generally, absorptive capacity should be focused on the capacity to make use of existing knowledge both internally and externally, placing the emphasis on the capacity to assimilate and transform it (often differently). It deepens the capacity that lies within an organization for exploring innovation further.

The importance is to develop the ability to achieve “new value recognition”in new and different ways.

How do you go about to recognize value when it is not linked to existing thinking? Absorptive capacity can be a paradox. You require more external knowledge to ‘push’ beyond your existing knowledge learning and so absorbing from it; you are demanding more absorptive capacity to be in place. Equally you need to combine this with the need to break down that “prior related knowledge” radically differently, so it can stimulate breakthroughs in your thinking. Absorptive Capacity can pose significant challenges to the organization. How you deal effectively with the absorption of knowledge determines it’s potential to be transformed for new innovative ability and this will be determined partly by how you structure the attractiveness for a learning environment so it ‘takes hold’ and can be absorbed differently, for different needs.

Knowledge Adoption AC approach — Absoptive Capacity- Knoweldge Adoption Framework.

Explaining the key components shown in the above diagram

These components make up the essential elements of a ‘knowledge adoption’ innovation system.